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CliftonStrengths Relationship Building Wrap: Teams and Managers

CliftonStrengths Relationship Building Wrap: Teams and Managers

Webcast Details

  • Gallup Theme Thursday Webcast Series
  • Season 6, Relationship Building Domain Wrap
  • In this wrap of the 9 themes in the Relationship Building Domain, learn how your team can own its talents and become stronger, improving its performance, organic growth and wellbeing.
  • Interested in learning more on this topic? Read more about how to improve teamwork in the workplace.

We summarize and wrap the 9 talent themes in the Relationship Building Domain, and discover how this domain relates to your manager and your team in this Season 6 episode of Theme Thursday. When we improve teams through owning our CliftonStrengths, we improve performance. When we improve performance, that's how we get to the kind of organic growth that allows us to have stronger economies, a stronger world and better wellbeing. And great managers hold the key: As they move from boss to coach, they help team members understand who they are already and hold them accountable for being even better, maximizing the team's engagement and impact. You might even be a manager in ways you never thought of! So join Jim Collison and Maika Leibbrandt for Season 6, as we focus on teams and managers -- including a new talent-mindfulness challenge at the end of each webcast. Strong themes, stronger teams.

Below is a full transcript of the conversation, including time stamps. Full audio and video are posted above.

I encourage you never to get too worried about the individual themes; it can be easy to see what's missing more than what's there, especially if you're looking at a team grid.

Maika Leibbrandt, 6:04

If you look at your team and you realize there is frequent Relationship Building talent, it probably means that those connections between people are going to be even more important.

Maika Leibbrandt, 10:44

So before you make the assumption that every team has to function the same way, ... ask yourself: What is the level of interdependence from this team on a daily basis? What do we hope to learn or to improve or to solve with strengths?

Maika Leibbrandt, 18:48

Jim Collison 0:00

I am Jim Collison, and live from the new Gallup Studios here in Omaha, Nebraska, this is Gallup's Theme Thursday, Season 6, recorded on July 2, 2020.

Jim Collison 0:22

Theme Thursday's a Gallup webcast series that dives deep into the CliftonStrengths themes, one theme at a time -- this season based on developing teams and managers with CliftonStrengths -- and today's the Relationship Building wrap. If you're listening live, love to have you join us in the chat room -- actually, link's right above me there if you want to join us in the chat room. Insert your questions there as we are going live. If you have questions after the fact you can send us an email: Don't forget, if you're listening on YouTube right, right below me, right there is the Like button. That helps us get recognized on YouTube. And then subscribe and click the bell to make sure you're getting notifications whenever we go live. Maika Leibbrandt is our host today. Maika is a Workplace Consultant here -- I think a Senior Workplace Consultant here with me, or something along those lines. Who knows! Maika, welcome back to Theme Thursday!

Maika Leibbrandt 1:06

Thanks, Jim. Gosh, it's great to be here. I love that it's Thursday, and that we can be together in different spaces now, but still together. So Theme Thursday, Season 6 is where we are. And as of today, we are three-fourths of the way through the entire season. As you mentioned, we've been talking about strengths within a team. And in today's episode, we're going to just sort of sit back and review where we've been, offer insights of what we've discovered and summarize what we know to be true and consistent about the Relationship Building theme of these beautiful CliftonStrengths themes.

Jim Collison 1:34

So Relationship Building theme, what is it -- what's it all about?

Maika Leibbrandt 1:39

So all of these 4 Domains are, of course, originated from Gallup's research on leadership. So they started out by answering that question, How do the most effective leaders lead? And the answer to the "how" question relative to Relationship Building is by connecting with people on a human level and leading them, I think, by their heart from your heart What this means within your team and how it shows up beyond just thinking about the leadership aspect of our research, I think sometimes the Relationship Building Domain is the easiest to understand at face value.

Maika Leibbrandt 2:12

Those words "Relationship Building" tend to answer the question, even if I hadn't offered, you know, my words. But if you've ever been told that you're a people person, you might lead with Relationship Building. People strong in this Domain typically tend to consider the people involved in a situation. They tend to notice individuals rather than groups. And they likely solve problems by sorting out the variables that human beings bring to the picture. So I think they are typically in the head space of understanding, sensing and appreciating everything that's promising, beautiful and messy about people and connections between people.

Jim Collison 2:50

I said "Relationship Building theme" and that should have been "Domain" in the last question, but which of these CliftonStrengths themes show up? And what do we know about them inside this Domain?

Maika Leibbrandt 3:00

If I look over to the side, if you're not listening to the audio, and you're watching me, you know it's because I have a bookmark over there. From our very first iteration of Accelerated Strengths Coaching, we gave up these funky bookmarks by Domains, and they're on my mirror, and I list them all. And when I look to my Relationship Building bookmark, there are several themes. We're going to go through every single one of them. And while every theme has a different way of going about it, Relationship Building, as a Domain, describes that talent to connect and care for and with people in order to reach a greater goal. So they're caring for the people. They're caring with the people and they're connecting. And that's how they get us to where we're going.

Maika Leibbrandt 3:42

So remember, our talent themes don't just describe how we're wired, but how you're productively wired. And there's a really great comment later when we, when we review other feedback that we've gotten -- a reminder that these natural patterns create something. They change something. They help you and others perform really well. There are 9 themes in the Relationship Building Domain. And I'm going to just cluster them together in different ways to hopefully offer a different way to illustrate these and help you appreciate them, help them land. You've got Includer, Harmony, Relator, Adaptability, Positivity, Connectedness, Developer, Empathy and Individualization. If you think -- I think about how do these bring individual talents to a team?

Maika Leibbrandt 4:27

So the entire goal of this season has been to help you expand beyond just saying, Oh, "Relationship Building" means they build relationships and instead help you answer that question of, "OK, well, how, specifically, does this theme do it?" Think about the connection between Includer, Harmony and Relator. These came up in -- last week, when we recorded all 3 of them on the same day, I realized that I'd created a little bit of a package here. There's not science behind this. This is purely just broad brush strokes of artistry, but the Includer I would call social courage. Harmony is social clarity. Relator is social depth, Adaptability, Positivity and Connectedness might be another package. Adaptability is tuned into today. Positivity is tuned into what's good, what's joyful or what's optimistic. Connectedness is tuned into the universe. Developer, Empathy, Individualization might be your third package of how they challenge Developer challenges you to grow. Empathy challenges you to feel. Individualization challenges you to specialize.

Maika Leibbrandt 5:34

Again, all of this is just hopefully helping you honor and consider the people on your team who lead with these -- not meant to label your paint you into a box, but certainly I think helpful when we like to unpack and in order to get the most and to support each of these themes in the best way. People often wonder about the prevalence of themes, how often they should expect to see one specific theme or another. And of course, anytime you're looking at a team, you tend to do it Domain by Domain. I encourage you never to get too worried about the individual themes; it can be easy to see what's missing more than what's there, especially if you're looking at a team grid. The answer is not ever, "Oh, gosh, we need more Includer!" But it might be, "How do these Relationship Building themes show up as a whole?" instead of looking at, you know, for, for all 34.

Maika Leibbrandt 6:26

But it's also important to think about how often might you expect to see any one of these 34. And it is interesting to look at that theme frequency; it is probably one of the most popular questions that we get the most feedback on. I do encourage you not to be more interested in the globe than you are the functionality of the team right in front of you. That being said, here's a little bit of trivia that might help you. When we look at Top 5, and how often a theme shows up in your Top 5, it can be helpful to understand what you, what you might be able to expect as the most common.

Maika Leibbrandt 7:00

The most common of our Relationship Building themes is Relator. Looking at our global database, this is when we had 21 million completes, which now we have quite a bit more, but it still remains true. The global database, Relator is No. 4, when you look at how often it shows up in people's Top 5. So if everybody who's taken CliftonStrengths was one person, Relator would be their No. 4. And there are 3 Relationship Building themes in the global Top 10. Those are Harmony at No. 6, Empathy at No. 9 and Adaptability at No. 10. The least common of the Relationship Building themes -- if you're in the chat right now, go ahead and guess. Or if you know, go ahead and share what you know, but we're going to call it a guess. Go ahead -- type into the chat which of the Relationship Building themes shows up least often in people's Top 5. I'll give you a second.

Maika Leibbrandt 7:55

While you're doing that, I'll go ahead and remind you: These Relationship Building themes, in order of frequency, how often they tend to show up in people's Top 5. Relator, as we mentioned, is No. 4, about 27% of our population of completes has Relator in their Top 5, followed by Harmony at about 20% and Empathy at about 19%. Adaptability rounds out the global Top 10, with about 17%. Now, the great reveal, let's check the chat and see if anybody got it. Congratulations, Ralph. Of course, it would be Ralph and Liezl. Connectedness is the least common of the Relationship Building themes; just about 12% of our population. It's by a very narrow margin. So if you also guessed Includer, we'll count that. If I was grading your paper, I'd give you at least half-credit for Includer because it's just a narrow margin. So think about it. Connectedness nearly ties Includer. They both have just about 12% of our population or the global, excuse me, No. 23 -- if you're ranking them in -- ranking all 34 in order of how often they shop in your, in your full Top 5.

Jim Collison 9:05

Maika, all the data nerds are just going crazy right now. They're like, "Slow down!" There's -- you're trying to write this down.

Maika Leibbrandt 9:11

I know! I should have put on my new blue light glasses for them.

Jim Collison 9:15

Oh! Nicely done.

Maika Leibbrandt 9:15

Now do you want to talk about it again, since I have my glasses on?

Jim Collison 9:19

Well, how does, how does the Relationship Building theme show up in our global database?

Maika Leibbrandt 9:24

Yeah, you know, if the globe were a person, and we were looking at a theme being in your Top 5 as determining frequency, 4 of your Top 10 are Relationship Building. But so are -- is No. 11, No. 12 and No. 13. Simply by the numbers, you are likely to have someone with some meaningful Relationship Building talent on your team. So it's worthwhile not just to think about this through your head, but to start to internalize what this might mean for the connections that you have with people you love.

Jim Collison 9:54

I actually see this happening in our community a lot, where we spin a lot on these numbers. And, you know, what, what does this really tell us? So as we look at these, why is this important for managers and teams? What -- how do we use these numbers?

Maika Leibbrandt 10:08

Thanks, Jim. And I can, I can preface everything I just did, saying, "Don't get too in love with the numbers!" But it tends to be something really easy just to camp out on. Check yourself or get a good accountability partner to check yourself, to ask exactly what Jim just asked me, What does this really mean? So, as always, I think we need to see a team for the value that each individual brings. It also means you should pay careful attention to studying the links between individuals, especially because we know there is a chance you'll have a lot of Relationship Building talent within a team. On the whole, if you look at your team and you realize there is frequent Relationship Building talent, it probably means that those connections between people are going to be even more important. It means that your people on that team might approach a problem through the implications it has on other humans.

Maika Leibbrandt 11:02

It also means that they're going to reach solutions through people. So they'll crowdsource when they want to think. Don't mistake that for idle chat. The way that Relationship Building people make sense of something is by testing it among their social circles. You can honor those connections with each other and among each other, and the connections that, that the people on your team have outside of your team, because that really is where their greatest power lies.

Maika Leibbrandt 11:31

Another thing I would maybe boil down Relationship Building, which is always dangerous, but it is caring for the energy between people. So if you think about Empathy, it's, it's understanding how people feel. Harmony is understanding where people agree. Relator understands long-term relationships or where people might have some longevity. Relationship Building in is inspired to improve. Includer I think about as the usher who's bringing those outside in, in order to improve. Or Positivity the energizer, bringing negative -- or neutral, even -- emotion, flipping that switch into hope and excitement and joy. Developer is the bridge, bringing others from good to even better or from not knowing to knowing.

Maika Leibbrandt 12:24

Relationship Building is seeing people for who they are. Individualization, for example, is seeing an appreciating difference. Connectedness senses and values and sees a larger purpose and shared consequences. Adaptability sees, notices and reacts to the needs of people in the urgent moment. So when you think about it, less about the origin story and less about the numbers and more about what positive implications does this domain have on the performance of your team? It helps you accelerate back to that question of, that Jim asked of, Hey, how do we make sense of this? What does it really mean?

Jim Collison 13:04

During the season, we've been focusing on some questions that managers can use with their team. So what advice would you have for managers with a team? They, they see the team grid and they -- their team has lots of Relationship Building themes in it. What kind of advice would you have for them?

Maika Leibbrandt 13:19

Yeah. First, it's, Ask yourself what you're wondering about. I've said this a couple times, but it's always stickier and more productive and probably more helpful to look at a team grid with a question in mind. That question is -- you get bonus points, if it's more than just, "What are they like?" If there's a problem you're trying to solve, you're going to learn a lot more than just what, what are the strengths of my team? Now if you're the manager, you're going to best come to what is that question -- what is that problem I'm trying to solve? -- through your own talent filter.

Maika Leibbrandt 13:50

So first, start with yourself. Identify your default. What do you do exceptionally well? How do you tend to approach a problem? What's your first instinct? How is that showing up on your team? And then maybe with the help of a coach, step back and evaluate the makeup of your team. If you weren't there, what are they excellent at doing without you? Where might they struggle? I think your first pit stop or your first opportunity to evaluate and adjust is at this stopping point. What do you bring to the team? And how do you change the dynamic of that team? Especially important when you're leading any team, but I think especially important that you pay attention to the connection between you and the team when you're looking at Relationship Building.

Maika Leibbrandt 14:35

Beyond that, and probably more directly to your question, Jim, here's a few things that you can notice about a team with a lot of Relationship Building talent. One, they're going to do things through other people. So encourage that development to happen socially. Sending them individually to learn something might be OK. But hosting a discussion for them to share their discoveries together probably honors their talents a little bit better. And know that if this is a route that you're going to take, you might hear ideas out loud among this team that aren't fully polished or even fully believed yet. And that's OK. Remember, they're learning collaboratively.

Maika Leibbrandt 15:10

So take great care to create a "container of trust," where people can learn and feel OK to stumble and discover together. Sometimes we look at teams with a lot of Relationship Building talent and just instantly assume that they're all friends with each other. But another thing you can do as a manager is to realize that it doesn't mean that those connections each of those individuals have is with each other. So you might even just think about, How can I create a place where their relationships that they're building and that they're loving and that they're honoring are here on this team? Not exclusively, but understanding you, you might need to cultivate and kind of fertilize that space so that they can grow really rich relationships with each other.

Maika Leibbrandt 15:54

I think one way to think about that is when the people on your team have something important in their life, who do they want to share it with? Maybe their family, maybe their community, maybe their best friends outside the team. But make your goal or maybe a marker of success, is that when big things are happening in the lives of your teammates, that they at least want to share it with one other person on that team. That's an important anchor for people with high Relationship Building themes. Make sure you create time for them to spend together to bring each other into that trust and social circles that each other has. If you don't, they're either not going to connect with each other, which hurts them more than it would hurt people without strong Relationship Building, or they're probably going to have -- find a way to insert that social connection time into places that you haven't budgeted for.

Maika Leibbrandt 16:42

So consider creating a daily route, a daily route for them to unwind or a daily routine for them to share the day's events. If you're doing this virtually, maybe it is a Check-In, maybe it's a group chat, maybe it's a fun space. I think they're going to appreciate that "collaborative exhale" together, and they're gonna benefit from just the cadence and the rhythm of knowing that, Hey, I'm expected to make my discoveries out loud, to connect with other people to share something.

Jim Collison 17:10

Some, some great advice. And I just keep thinking through some of the teams that I've been on and the managers that have tied into this and have really taken advantage of it from -- improving -- I love what you said about, Don't just make an assumption that those relationships are being made with each other. They may be outside the team. And that's OK, right. But we've, we have a great opportunity to build those into the team as well. So everybody asks, OK, what if I come to the team grid and the team has low or maybe let's just say it's less frequent? What, what would we, what would we say then? What kind of advice would we have?

Maika Leibbrandt 17:46

First of all, it's a great way to say it: "less frequent." And -- or you could say "dominant" and "rare." When you consider the DNA of a team, it's most helpful and fastest to look at what does everybody lead with? What does everyone on that team have high in their profile? So again, you're never going to say, "Oh, we don't have Relationship Building talent." Acknowledge that there might actually be one or two people on your team who lead with it, but maybe they're in the minority. It's not weak; it's rare. And just like anything that's rare, it's our job to honor it, to shine some light on it, to be curious about it. And then, it depends on what you want to accomplish. But it also depends on the makeup of the team.

Maika Leibbrandt 18:26

A group of people who rely on each other for success, and are truly interconnected, are going to behave differently than a group of contributors who are a little bit more independent, who might only be a team on paper, or who rely independently on their manager or even think about like the kind of solo contributors that simply roll up to a people leader. So before you make the assumption that every team has to function the same way, I think it's good to ask yourself a couple things: What is the level of interdependence from this team on a daily basis? What do we hope to learn or to improve or to solve with strengths? When will our team have another chance to practice what they learn in a conversation about strengths?

Maika Leibbrandt 19:10

So sometimes the real reason people want to bring you in as a coach is just to improve the emotional state of the group. And that conversation can be more about what each team member wants to share about their own talent. Sometimes it is actually about How do we work better together? In which case, I think you can have more functional conversations about shifting who is responsible for different things. Now it's OK if it is both of these situations. It's also OK if it's neither of them. But I think it's your job as a coach or as a manager to do your due diligence and figure out exactly what is the "lay of the land" where we, where we're beginning. Now, if you're a manager seeking to improve, let's say, the performance of your team, and your team's Relationship Building talent is rare, acknowledge the behavior that you want employees to repeat. Set aside maybe the first or last 30 minutes of your week to send an email, send a text or write a handwritten note to other people who are doing great work.

Maika Leibbrandt 20:13

Basically, what we're saying here is build those relationships and care for the connections in a way that makes sense for you. If it has to feel a little bit more like a task coming from you, it might not change the way that it -- that still needs to happen. And so it's still just about honoring those relationships just in a way that feels a little bit more authentic. As team members are working on projects, encourage them to include some milestones for, for social connection. For example, when they're halfway to a goal, put it in their plan to have lunch with each other and discuss what's working well. Challenge employees to consider how they'd like other people in the organization to know them. Maybe you adopt a team slogan that inspires them or motivates them to live up to that aspirational identity.

Jim Collison 21:00

Maika, there's some really great advice in there. Where could folks get more information or find more about it?

Maika Leibbrandt 21:07

So this is just a taste of a lot of the great consulting that happens when you're with a Gallup coach or a Gallup-Certified Strengths Coach. It's also a taste of the personalized management nudges included in Gallup Access. So if you have yet to really explore Gallup Access or become a really super user of it, this is the online portal into the world of everything Gallup knows -- what we continue to discover, what we're learning. And it really is set up to serve managers. So managers who use Gallup Access get these kind of individualized suggestions, just like this, every single time they log in. And the system gets smarter as you use it. So it's a little bit like having a coach in your pocket or on your screen.

Jim Collison 21:47

And where, where could folks get a demo on this?

Maika Leibbrandt 21:50

Jim Collison 21:53

And if you have questions, you can always email us: We reached out to the community, and I, when I say "we," I actually mean "you" reached out to the community, Maika. What, what'd you hear back from the community on this?

Maika Leibbrandt 22:03

We just asked folks as we have for each of our domain wrap episodes this season. How are you using this? And Jim, I, we've, we've tossed this idea around a little bit. I think, "How are you using our tools?" might be the next frontier. But we got a bunch of great insight so that we can again tailor it to you, because we can camp out on everything that we know; we can go toward science or artistry or utility. But if it's not being, I think, productively added to what you know and what you do with it, then it doesn't serve you best. So thank you to everybody who responded. It was just a really quick question that I threw out there on our Facebook page of, you know, What are you learning? What are you using? What are you discovering?

Maika Leibbrandt 22:45

I just want to highlight a few things because I think they will help you consider different ways that you can tune your ear to the last of our Season 6 here of Theme Thursday. Holly says that she loved the "Questions managers can ask" section this season. She says it's just a really great tool. And also about the Relationship Building themes, I wanted to pull out what she said here. She said, "Those themes seem to bring a security to a team that's unique from other Domains." I just love that idea of security, especially when you think about the needs of followers. Maybe you use a word like "stability" as well. She says, "Each Domain is important and brings critical things to a team, but I see Relationship Building themes as the heart of a team."

Jim Collison 23:29

I do love that little emphasis on that. And of course, all of them can provide that stability, that safety, that trust. But I love the unique insight that she has. Right.

Maika Leibbrandt 23:41

And if you want to learn more about all themes across the 4 Domains, that's Season 3 of Theme Thursday, talking about how every single theme goes through those Needs of Followers. Laura says, "It's easy to get caught up in the warm, fuzzy side of Relationship Building themes that we forget that they're strengths because they're correlated with success."

Jim Collison 24:03

Yeah. And the one of the interesting things we've been trying to spend time on is thinking about focusing on results, right, I asked that question during -- How does it focus on the results? And so we definitely want to make sure people get that these are success factors. It's not the -- yes, getting along and all those things are important. But we are really trying to drive people to success.

Maika Leibbrandt 24:27

Right. It's not just how, how do you behave? That is not the end of the question. It never was. It is reverse engineering. Wow, you're really successful! How'd you get there? And that's an incredibly different question. Mark Russell, who, by the way, is a newly Certified Gallup Strengths Coach, says, "It helped taking notes so that I can reference them as I prep for coaching discussions. I continue to have a whole session for managers on the 5 Truths and continue to reinforce during an engagement." I just think that's a good reminder that these seasons, these episodes can help you prepare for coaching sessions, whether you are getting those themes into your head, so that you can prepare to coach somebody on them, or maybe you share it with a client, as prework or as postwork after a coaching engagement. Or even you share it with a team and say, You know what, you can show up and we can accelerate even beyond where you are, if you've done a little bit of the, the learning ahead of time. And then we can discover together in a way that we couldn't do on our own.

Jim Collison 25:27

Yeah. Now what else have we, what else have we heard, Maika?

Maika Leibbrandt 25:30

Clara says -- I just loved this one; I'll close with this -- on how she's using her own Relationship Building themes, she says, "I'm trusting my gut more. In the past, I would have had an idea or thought that seemed a little too mushy or crazy. But now, watch out, world! If my gut says, 'Do it,' I'm doing it!" And then she talked about just the difference that she's gone through here in 2020, being in quarantine and being isolated socially. She says, "Maybe I'm replacing the hugging I miss -- who knows? But I'm sending the card; I'm giving the positive feedback; I'm making the phone call of support." Thank you, Clara. I just love that!

Jim Collison 26:06

When I came in on Tuesday of this week, I saw my manager for the first time in a couple months. And he said to me, "I just want to give you a hug!" Of course we didn't. But it is, you know, during these times, as we think about these Relationship Building themes, I think this is really important that we tune into some of the needs of some of the folks we either manage or we coach in that. And that's not to say, I think sometimes people misunderstand when we talk about each of these themes. They, they -- that they find exclusivity based on the Domain or the theme. And of course that's so much wider than that. And so I've always appreciated, Maika, your take on that. Much of the that take has come out in our talent-mindfulness exercises, and we brought them back for the year. We've been going through -- I've been getting, I almost get daily, it's probably not that often. It just feels that often. I almost get a daily feedback from people saying they just have really enjoyed and appreciated that. What has that meant to you in writing these? You have to actually write them each, each time we do it. What has that meant to you?

Maika Leibbrandt 27:09

Well, originally we started it because we wanted some vehicle to push people off of the ledge -- No! We wanted to push people out of the library and onto the track, right? We wanted to have something that took people beyond naming. And that is what people tell us they struggle with. Once they've understood all 34 themes, I'd say the second mountain that they have to climb is, How do I help people apply these? What do I do with it? And so we started this with Season 5, hopefully as just a grand experiment to say, What if you thought about strengths as something you practiced every day? And I personally never thought -- I wondered if I could do it 34 times, and now we've done it a lot more than that, because -- a lot more than that, by the end of the season, we'll have about 80 of them. And it's been amazing to see that people actually love it.

Maika Leibbrandt 28:03

I -- you'll notice if you watched some of the previous ones, I started rather tentatively, saying, "Oh, don't try this if it's not for you!" And now I think I can stand up and say, "No, this is for you. This is worth it. Give it a try." To me, it is our commitment to realize that we're not just coaching people from the sidelines; we're part of this. And our understanding of how our own themes show up are probably the most important investment that we can make. And it's just a simple 3 to 5 minutes every day -- every week, even. It can be super easy just to say, "OK, I'm part of the equation too."

Jim Collison 28:37

I'm seeing more and more people use them and getting requests to use them. How can we use them? Some of those kinds of things. So you always know you've got a winner in there, like when you start getting usage out of it. So we appreciate that as well. Let's look ahead. Strategic Thinking is coming up. And give us some thoughts on what's ahead.

Maika Leibbrandt 28:58

We've saved Strategic Thinking for Ralph! For the very end. So Ralph in our chat will be pleased to know that yes, Strategic Thinking is, is coming up next. Check out my bookmark: You've got Analytical, Context, Futuristic, Ideation, Input, Intellection, Learner and Strategic -- in that order. I think that these themes might be -- if Relationship Building is the easiest to understand at face value, these might be some of the most difficult to understand at face value as a Domain. Because you look at it, and you think, "Well, that means that you can be a leader."

Maika Leibbrandt 29:33

And I'm going to burst your bubble right now; that's not what it means. The Strategic Thinking themes really describe people who are just at their best when they're in their brain. It does not mean that they're more intelligent than others or that they have more plans than others. Some of them might. But I am so excited to start to look at the differences between these Strategic Thinking themes because I think one of the things that's really confusing about this Domain is because it's so easy to think, "Oh, it's just about thinking." We don't do enough digging to really see what's the difference between them. So how does somebody with Futuristic create a plan versus somebody with Context? They're both in the same domain, except they almost describe theoretical opposites of talent. So I'm excited to get to talk about Strategic Thinking.

Jim Collison 30:21

Yeah, it'll be, it'll be fun. We always -- this has been great for me to look at these, Domain by Domain. And it's just -- the learning is so rich when we get to think of them that way. Any final thoughts on Relationship Building Domain?

Maika Leibbrandt 30:36

Oh, it's, it's so beautiful. You know, my final thought. I just want to echo what was said in some of the feedback that we got, that -- don't get lost in these being warm and fuzzy. We all have a lot of love in our life. We all have a need for a lot of love in our life. It doesn't matter if you have Relationship Building or any -- or if you lead with the other 3. We all need connection. We all do better when we have it. Relationship Building just tends to lead with that at the very beginning, but it's still just about how can you perform better?

Jim Collison 31:06

Super great. With that, I think we'll remind everyone to take full advantages of all the resources we have available now through Gallup Access. Maika mentioned a little bit earlier. Easiest portal into that is Lots of resources available on that page as well. Maybe it's time to take a look, take a second look or third look and see what, what's available to you that is out there. Don't forget, if you're watching us on YouTube, you can subscribe to us down below right, right now. Click the Like button too. That's always super helpful. Just kind of give us some, some juice -- some, some YouTube juice to move us up in the rankings.

Maika Leibbrandt 31:40

Give us some YouTube juice!

Jim Collison 31:42

That sounded gross, didn't it? Yeah. OK.

Maika Leibbrandt 31:44

I know, but like it. YouTube's ... us. I don't know.

Jim Collison 31:47

Maybe I'll take that one back. If you have, if you have questions, you can email us: Don't ever let me say that again. And then, of course, if you want to follow the live programs and join us live -- because it's always a lot more fun live -- you get the postshow when you come out live -- follow us on Eventbrite: In the Facebook group, if you want to head out there, we have almost 14,000 in that Facebook group. If you want to join that conversation: And then course on LinkedIn, you can search "CliftonStrengths Trained Coaches," and that will get you there as well. I want to say thank you for joining us live today. We'll do a little bit of postshow. With that, we'll say, Goodbye, everybody.

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